mobile working pilot a warts and all account…. mobile working 1 st august 2013 yhn – background...

Mobile Working PilotA warts and all account…

Mobile Working1st August 2013

YHN – Background …..

• Arms Length Management Organisation (ALMO)

• 29,500 tenants (City Council, Byker Trust, Leazes Homes)

• 1,500 leaseholders• 900+ staff• £200m annual turnover


Management responsibilities

29,000 properties spread across the City with some stock in semi-rural villages

• 15000 self contained properties

• 13000 flats, maisonettes • 100 sheltered units• 1500 leasehold properties


Business Strategy ICT Plan

Make the money deliver

Create homes & neighbourhoods we all can be proud of

Work together to realise positive outcomes for allB

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Improve partnerships with health and adult social care

Location independent working

Smarter use of information & technology

ICT strands

Provide a free basic internet service for all tenants

Inclusive Digital Housing Services

Reduce cost by making services digital by design where possible

Improve staff productivity by providing the tools and information they need where they need it

Improve estate-based services by giving staff and customers better access to information

Use the information we collect to Improve our understanding of our customers and their needs

Ensure essential information is readily available to decision-makers

Reduce duplication and waste; automate manual processes

Improve the quality and timeliness of information sharing


Location independent workingWorkforce scheduling• Relatively simply task management• Concierge, furniture deliveries, care services

Mobile access to corporate services• Device selection and management• Access to email, calendar, intranet, documents

Housing management• Requires deep integration with Northgate Housing• No mature solutions available• Objectives unclear – difficult to articulate requirements• Pilot proposal to improve understanding and business case


Organisational challenges

Welfare Reform• Increasing rent arrears• Decreasing demand and increasing voids

Service review• Move to specialisation• Fewer outlets • Drive to take services to the customer• Embrace new ways of working/technology


The need for change ‘Make the money deliver’• Demonstrate Best Value• Realise ‘Added Value’• Increase efficiencies and deliver savings• Reduce carbon footprint

Modernise working practices• Processes• People• Policies


The Solution

Taking our Services out to the Customer

Today, work is something you do,not somewhere you go


Vision for a ‘Mobile’ Organisation

Cust

omer

s

Culture

Processes

Managem

ent Qualit

y

Make the Money Deliver

To realise the full benefit potential of mobile working we need to do more than just issue staff with mobile devices. We need to

take a holistic approach


The pilot team

– 10 Generic Housing Officers – 8 Rent Specialists – 1 Court Officer– 1 Collection Officer (former tenants)

Across 3 Housing Offices and the Central Court team

• The locations were chosen for; – Geographical distribution– Type of Stock – Connectivity

20 Individuals (mixed ability and confidence with IT)


RequirementsThe pilot focuses on specific areas within housing management:• Income and rent recovery management• Tenancy and Estate Management

High level requirements are;• Off line functionality• Integration with Northgate, (React, Lagan)• Ability for staff to communicate with other teams• Performance Management Information


Aims of the Pilot

• To help us better understand the benefits and challenges of implementing mobile working within more complex services;

• To give us insight and experience we can use to develop an approach to a future, larger scale implementation.


Benefits


The plan (A)


The challengesChallenges Impact What we did You learn

ProcurementPurchase Order

Impacted Project Timescales – lost 38 Working Days

Forward planned as much as we could with the supplier

Reviewed project timescales

Ensure that you have everything in place e.g. suppliers should be set up on the system prior to decision

Infrastructure It didn’t directly impact on project timescales but it could have!

Worked closely with suppliers, NCC and Kirona to agree solutions

Technical specifications should be scoped and agreed prior to contract

Technical: Scope of Pilot Too much too soon? Agreed a phased approach A stepped approach has a numerous

benefits BPI should be conducted prior to

tender stage

Developing a bespoke process led solution that met the needs of the organisation and staff

Impacted project timescales Stability of solution Increased testing timescales

We carried out a BPI review to identify needs (with staff involvement)

Agreed a support plan with supplier Communicated with staff

Success is in the planning Involve the staff from the onset Collaborative working with the

supplier is essential

Connectivity

Unable to access online/customer data

Developed job types that included ‘PDF’ forms to provide essential information off-line

Collaborative working with supplier essential


The revised plan (B)……


Phase 1 functionality • Arrears visits (off-line)• Estate visits – Pre-termination, 6 week visits and

Verification visits (off-line)• Safeguard/Panic alarm• Kirona Housing – duplicates Northgate database

(on-line only)• iAlerts – Automated email triggers for staff and

communications with internal departments• Photographs• Access to email• Job Manager – an invaluable tool for managers


Live challengesChallenges Impact What we did You learn

Buy in Buy in: Skills gap New Way of Working - Cultural Change ConfidenceTransparency

Low level of take up

Training Needs Analysis Workshop – the what, why and how Device familiarisation Training and Support (individually tailored) Identified ‘Champions’ Ongoing support and evaluation sessions

Cultural change must lead from the top

Set targets from onset Performance management Training needs to cover softer skills

such as interview techniques Mobile has a life outside of project

environment so skill up!

Resource and Support: Correct level of support and resources are available throughout the project.

Staff left

feeling abandoned

Loss of confidence in system

Work collaboratively with ICT, Kirona and NCC Agreed a support plan – make sure small

issues are fixed quickly Gear up ‘Champions’ to investigate faults and

diagnose user errors prior to contacting the supplier.

Gear up first line support to provide advice and guidance

Don’t under-estimate the support requirements

Training doesn’t happen in a day Collaboration and communication is

key Timely resolution essential Buy in – all departments need to

want it to work


In practiceInitially staff will;

– Continue to print off visit sheets and make copious notes – Some staff will ‘Fake it’

So you must; • Continuously monitor and follow up; • Support staff, actively encourage them to be talk

about barriers and challenges • make use of the performance information• be persistent and passionate

As confidence increases staff will embed mobile into practice


Progress


Realising the Value

Introducing Mobile

Working

• Real time access to data• Work from any location• Resolve queries at first point of

contact

Transforming Processes

• Schedule the working week • Triggers to let you know when

visits or actions are due • Bespoke forms

Releasing capacity

• More time with customers• Less double keying • Targeted work


Plan C… the one we didn’t predict


Benefits realised• Kirona off-line functionality has been evaluated successfully • Kirona have demonstrated that they can adapt to meet our

business processes • The Court team have demonstrated efficiencies in relation to

downtime and adjournments• Identified an opportunity to test specific processes

vigorously as a result of welfare reform• Technical issues have been resolved quickly on most

occasions due to the excellent relationships built with the supplier


Projections• Officer downtime at Court

– 13.5 hours downtime (0.35 FTE) per week• With Kirona 70% will be utilised - 9.45 hrs • There will be no double keying back at office –

2.5.hrs

Over a year savings equate to 0.32 FTE

£9,281.99


Projections • YHN were unaware of 6 Warrants to Suspend

(over a 3 month period)

– 5 adjourned due to lack of information– 1 heard and order made (Officer accessed

information on tablet)

Potential savings to YHN £1165 (officer time per annum)

Plus Court time/potential rent loss when case adjourned with no order made


Projections

Arrears visits

• Based on 22,140 visits per annum

– Savings of 2,952 operative hours using Kirona

Over a year savings equate to 1.5 FTE

£47,769.26


Key points for consideration• Success is in the planning• Set realistic timescales • Allow sufficient time and resource to support all stages of

the project. • Identify key stakeholders, roles and responsibilities• Effective communication between key stakeholders is key• Support for cultural change should lead from the top down• Micro and macro analysis of the environment can identify

external factors that may influence project delivery• Evaluation: product, devices, benefits, user satisfaction


So then …

Possibly……I want to say probably! It’s looking good!

is mobile working the answer?


Any Questions?

26 Clicks 5 minutes

5 Clicks1 Minute

4 Minutes

0 MinutesNOT PROTECTIVELY MARKED

No of Jobs

Meeting with Staff - Interim Evaluation

0102030405060708090

100

Total No of Kirona Jobs 31st October 2013 - 20th January 2014

No of Jobs

Pilot On hold -Field testing

Meeting with Heads of Department to agree a strategy to increase usage in the New Year

Staff Support Session

Meeting with managers to cascade an agreed improvement strategy

Feedback to Managers re: challenges and barriers

BPIFamiliarisation TNATrainingLaunch

NOT PROTECTIVELY MARKED

mobile working pilot a warts and all account…. mobile working 1 st august 2013 yhn – background...

Documents

mobile working pilot

working days

mobile devices

care services mobile

account slide

management access

business case slide

holistic approach slide